It's an essential primer on the history and current state of finance. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Clay Christensen was recently ranked the world's greatest business thinker by Thinkers50 , and his breakout book was a thoughtful tome on innovation and "disruption" called The Innovator's Dilemma. Recently, I wrote that leaders should be readers. MORE

Well, he's a hedge fund veteran who has always taken a skeptical view of Wall Street, treating it more as a loopy rich uncle than the efficient information processor of standard finance theory. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Or, when they emphasize earnings, it's in the opposite direction from what Christensen's worried about. Finance Innovation Strategy MORE

Michael Mauboussin doesn't write about innovation, but his clear writing that blends finance, strategy, and psychology puts him on my list. The duo (who are affiliated with Innosight) wrote a great book with Clayton Christensen last year called The Innovator's DNA. A workshop attendee asked me this seemingly simple question: "So, what else should I read to learn more about innovation?". It's a hard question to answer because there is so much high-quality material out there. MORE

New ventures, for example, often complain that the corporate finance function requires them to meet budget or lose bonuses or funding; or they can’t recruit the talent they need because of the corporate job evaluation approach. MORE

Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks. Clay Christensen's landmark theory -- in under two minutes. When HBS professor Clayton Christensen introduced the concept of disruptive innovation in his book The Innovator’s Dilemma , it was a revelation. MORE

Disruption is a systemic problem: Clayton Christensen outlined in 1997 why it was so difficult for any individual business to defuse disruptive threats and embrace disruptive trends. They’ve read Christensen’s book The Innovator’s Dilemma. When Christensen conducted the research for The Innovator’s Dilemma , he looked at industries that were asset-heavy. Asset-light businesses are not financed with debt. MORE

An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. On the latter, we will be carefully observing how developments such as Yuri Milner's Digital Sky Technologies — and, more broadly, the entrance of hedge funds and large institutional investors — will affect the landscape of startup financing. MORE

Our only real debate on the issue has largely been confined to the issue of campaign finance reform, and there have really been just two dominant sides to that debate: either corporations are people (my friend) and money is speech, or business is a corrupting influence, a "special interest" that needs to be kept under quarantine (as if Washington DC were as pure as new-fallen snow). And Clay Christensen talked about the increasing pace of disruption across all sectors. MORE

Christensen. Buckle down on your finances. Neglect your finances so that when you want to make a change, you don’t feel able to. Case study #2: Get your finances in order. Everyone aspires to have purpose or meaning in their career but how do you actually do that? MORE

Competition" has changed when individuals can create value through a centralized network of resources: for example, designing a product from anywhere, producing it through a 3D factory , financing it through community and distribution from anywhere to anywhere. MORE

A similar proposal to Split Finance would likely have been rejected out of hand by organization leaders (and Harvard Business Review editors), because its obvious that the Finance function must fit the organization strategy and leader capabilities. Why is this so obvious when it comes to Finance, and so obscure when it comes to HR? Leaders must look beyond traditional finance systems to be more sophisticated about HR and talent. Lets be clear. MORE

Wharton School of Finance. Clayton Christensen. At LDRLB ( @LDRLB ), we draw much of our content from the research and writings of the world’s top professors. Most are from business schools, others from a variety of fields relevant to leading organizations. MORE

Transformational CEOs Tend to be “Insider Outsiders” The list is topped by companies headed by visionary founders with no prior experience in their industries; Jeff Bezos came from the world of finance, and Reed Hastings from software. Clay Christensen , Professor at Harvard Business School and Innosight co-founder. Companies that claim to be “transforming” seem to be everywhere. MORE

Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns. Clayton Christensen likes to describe how, in the early stage of theory development, people make predictions based on observed correlations. MORE

Our framework for thinking about industry-level systems, which we first described in HBR in 2009 and which draws from Clay Christensen's work on disruptive innovation, has four components: 1) enabling technologies; 2) business models that successfully commercialize the technologies; 3) value networks, or market ecosystems, that support the business models; and 4) standards and regulations that enable scale. MORE

And while Clay Christensen, Dina Wang, and Derek van Bever say the consultants are next , it’s not showing up so far in the jobs numbers. One thing that’s a little surprising to see, in the first chart of this post, is that finance isn’t one of the really big job categories. MORE

Thanks to Professor Clayton Christensen of Harvard University and his 1997 landmark book, The Innovator’s Dilemma , we have a new way of understanding the life cycle of companies and why some market leaders maintain their dominant position and other one-time market leaders disappear. MORE

It's an essential primer on the history and current state of finance. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Clay Christensen was recently ranked the world's greatest business thinker by Thinkers50 , and his breakout book was a thoughtful tome on innovation and "disruption" called The Innovator's Dilemma. Recently, I wrote that leaders should be readers. MORE

If you are a growth-obsessed startup and venture capital financing dries up and buyers grow scarce, you can run out of money. Harvard scholar (and Innosight co-founder) Clayton Christensen guides innovators to be "patient for growth, and impatient for profits." MORE

There are three founding partners : Clayton Christensen, Matt Christensen, and me. When we meet with prospective investors, I don't speak much, and for good reason. When Clay is in the room, people want to hear from him. MORE

They represent the logical extension of a topic that’s captured the attention of a lot of great business minds for some time: the ongoing battle between those who view companies through the lens of building something, and those that view it through the lens of finance. Clayton Christensen and Derek van Bever dig in on this topic , and they identify a number of reasons companies are being pressured to act with an increasing short-term focus. Economy FinanceMORE

Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. Such a strategy limits an early venture's funding in order to force the business to develop a profitable business model and then invests heavily in growth once such a model is identified — Christensen terms such investments "good money" for incubating growth businesses and extols the strategy for three reasons. MORE

We don’t know enough of its finances to know precisely how successful it has been, but with tens of millions of viewers and sponsorship packages north of $2 million, it is a good bet that ESPN has done well on its bet. Clayton Christensen always said he regretted describing the phenomena he observed in the hard disk drive industry and summarized in The Innovator’s Dilemma with the word disruptive. MORE

Gary, a finance executive, told me, “Sitting at the desk checking your most recent Twitter feed while you wait for someone to give you something to do is one of the best ways to not get an invite back.” Vincent Tsui for HBR. MORE

To paraphrase from "The Music Man," I am a sadder but definitely a wiser girl after this first encounter with venture financing, as this experience has become a well of lessons from which I draw daily in my personal and professional life. Because he didn't have any capital, and therefore no leverage, his initial equity stake was small, such that even as the company's valuation increased in subsequent financing rounds, he suffered massive dilution. MORE

Listening to Amazon's finance chief Tom Szkutak explain the miss, it was immediately apparent that Amazon's problem was not with the top line. In The Innovator's Solution , HBS Professor Clayton Christensen and Michael Raynor assert that, to their knowledge, "no company has ever been able to build an engine of disruptive growth and keep it running." On Tuesday, Amazon.com reported third-quarter earnings that fell far short of Wall Street's expectations. MORE

Although this only concerns my personal finances, the fact that I serve as editor in chief of Harvard Business Review means I've implicitly accepted not only responsibility for defending the integrity of the institution, but also for having integrity myself. MORE

Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns. Clayton Christensen likes to describe how, in the early stage of theory development, people make predictions based on observed correlations. MORE

In 2007, Clayton Christensen co-founded Rose Park Advisors, a hedge fund devoted to investing in disruptive companies. Quality-sustaining – Christensen’s “sustaining innovations”: incremental improvements to product performance, leading to higher cost; companies’ bread-and-butter when products aren’t yet good enough. Without theory to tell us how the rules are changing, many tools of management and finance seem to break down. MORE

As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Worshipping at what Christensen calls the “church of finance” hollows out a company’s competitive advantage, as it loses the capacity to invest in innovation that drives the perpetual reinvention so necessary in today’s world of temporary competitive advantage. MORE

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Disruption is a systemic problem: Clayton Christensen outlined in 1997 why it was so difficult for any individual business to defuse disruptive threats and embrace disruptive trends. They’ve read Christensen’s book The Innovator’s Dilemma. When Christensen conducted the research for The Innovator’s Dilemma , he looked at industries that were asset-heavy. Asset-light businesses are not financed with debt.

They represent the logical extension of a topic that’s captured the attention of a lot of great business minds for some time: the ongoing battle between those who view companies through the lens of building something, and those that view it through the lens of finance. Clayton Christensen and Derek van Bever dig in on this topic , and they identify a number of reasons companies are being pressured to act with an increasing short-term focus. Economy Finance

Thanks to Professor Clayton Christensen of Harvard University and his 1997 landmark book, The Innovator’s Dilemma , we have a new way of understanding the life cycle of companies and why some market leaders maintain their dominant position and other one-time market leaders disappear.

In 2007, Clayton Christensen co-founded Rose Park Advisors, a hedge fund devoted to investing in disruptive companies. Quality-sustaining – Christensen’s “sustaining innovations”: incremental improvements to product performance, leading to higher cost; companies’ bread-and-butter when products aren’t yet good enough. Without theory to tell us how the rules are changing, many tools of management and finance seem to break down.

Well, he's a hedge fund veteran who has always taken a skeptical view of Wall Street, treating it more as a loopy rich uncle than the efficient information processor of standard finance theory. Clayton Christensen has long complained that standard financial metrics can be enemies of innovation and growth. Or, when they emphasize earnings, it's in the opposite direction from what Christensen's worried about. Finance Innovation Strategy

Wharton School of Finance. Clayton Christensen. At LDRLB ( @LDRLB ), we draw much of our content from the research and writings of the world’s top professors. Most are from business schools, others from a variety of fields relevant to leading organizations.

Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks. Clay Christensen's landmark theory -- in under two minutes. When HBS professor Clayton Christensen introduced the concept of disruptive innovation in his book The Innovator’s Dilemma , it was a revelation.

A similar proposal to Split Finance would likely have been rejected out of hand by organization leaders (and Harvard Business Review editors), because its obvious that the Finance function must fit the organization strategy and leader capabilities. Why is this so obvious when it comes to Finance, and so obscure when it comes to HR? Leaders must look beyond traditional finance systems to be more sophisticated about HR and talent. Lets be clear.

As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Worshipping at what Christensen calls the “church of finance” hollows out a company’s competitive advantage, as it loses the capacity to invest in innovation that drives the perpetual reinvention so necessary in today’s world of temporary competitive advantage.

Clayton Christensen would agree with the intuition that Groupon displays but ignores: businesses should become profitable before they become big. Such a strategy limits an early venture's funding in order to force the business to develop a profitable business model and then invests heavily in growth once such a model is identified — Christensen terms such investments "good money" for incubating growth businesses and extols the strategy for three reasons.

Although this only concerns my personal finances, the fact that I serve as editor in chief of Harvard Business Review means I've implicitly accepted not only responsibility for defending the integrity of the institution, but also for having integrity myself.

Wharton School of Finance. Clayton Christensen. At LDRLB ( @LDRLB ), we draw much of our content from the research and writings of the world’s top professors. Most are from business schools, others from a variety of fields relevant to leading organizations.

Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns. Clayton Christensen likes to describe how, in the early stage of theory development, people make predictions based on observed correlations.

Our research suggests that investors like us succumb time and again to narrative fallacies, a well-studied behavioral finance bias. Barriers to entry are decreasing and disruptive entrants are surging, a recipe that both Michael Porter and Clayton Christensen could agree augurs poorly for industry returns. Clayton Christensen likes to describe how, in the early stage of theory development, people make predictions based on observed correlations.

And while Clay Christensen, Dina Wang, and Derek van Bever say the consultants are next , it’s not showing up so far in the jobs numbers. One thing that’s a little surprising to see, in the first chart of this post, is that finance isn’t one of the really big job categories.

We don’t know enough of its finances to know precisely how successful it has been, but with tens of millions of viewers and sponsorship packages north of $2 million, it is a good bet that ESPN has done well on its bet. Clayton Christensen always said he regretted describing the phenomena he observed in the hard disk drive industry and summarized in The Innovator’s Dilemma with the word disruptive.

Gary, a finance executive, told me, “Sitting at the desk checking your most recent Twitter feed while you wait for someone to give you something to do is one of the best ways to not get an invite back.” Vincent Tsui for HBR.

It's an essential primer on the history and current state of finance. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Clay Christensen was recently ranked the world's greatest business thinker by Thinkers50 , and his breakout book was a thoughtful tome on innovation and "disruption" called The Innovator's Dilemma. Recently, I wrote that leaders should be readers.

It's an essential primer on the history and current state of finance. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Clay Christensen was recently ranked the world's greatest business thinker by Thinkers50 , and his breakout book was a thoughtful tome on innovation and "disruption" called The Innovator's Dilemma. Recently, I wrote that leaders should be readers.

New ventures, for example, often complain that the corporate finance function requires them to meet budget or lose bonuses or funding; or they can’t recruit the talent they need because of the corporate job evaluation approach.

Competition" has changed when individuals can create value through a centralized network of resources: for example, designing a product from anywhere, producing it through a 3D factory , financing it through community and distribution from anywhere to anywhere.

Listening to Amazon's finance chief Tom Szkutak explain the miss, it was immediately apparent that Amazon's problem was not with the top line. In The Innovator's Solution , HBS Professor Clayton Christensen and Michael Raynor assert that, to their knowledge, "no company has ever been able to build an engine of disruptive growth and keep it running." On Tuesday, Amazon.com reported third-quarter earnings that fell far short of Wall Street's expectations.

If you are a growth-obsessed startup and venture capital financing dries up and buyers grow scarce, you can run out of money. Harvard scholar (and Innosight co-founder) Clayton Christensen guides innovators to be "patient for growth, and impatient for profits."

There are three founding partners : Clayton Christensen, Matt Christensen, and me. When we meet with prospective investors, I don't speak much, and for good reason. When Clay is in the room, people want to hear from him.

Our only real debate on the issue has largely been confined to the issue of campaign finance reform, and there have really been just two dominant sides to that debate: either corporations are people (my friend) and money is speech, or business is a corrupting influence, a "special interest" that needs to be kept under quarantine (as if Washington DC were as pure as new-fallen snow). And Clay Christensen talked about the increasing pace of disruption across all sectors.

Michael Mauboussin doesn't write about innovation, but his clear writing that blends finance, strategy, and psychology puts him on my list. The duo (who are affiliated with Innosight) wrote a great book with Clayton Christensen last year called The Innovator's DNA. A workshop attendee asked me this seemingly simple question: "So, what else should I read to learn more about innovation?". It's a hard question to answer because there is so much high-quality material out there.

An organization's capabilities become its disabilities when disruption is afoot." – Clayton Christensen, The Innovator's Solution. On the latter, we will be carefully observing how developments such as Yuri Milner's Digital Sky Technologies — and, more broadly, the entrance of hedge funds and large institutional investors — will affect the landscape of startup financing.

Our framework for thinking about industry-level systems, which we first described in HBR in 2009 and which draws from Clay Christensen's work on disruptive innovation, has four components: 1) enabling technologies; 2) business models that successfully commercialize the technologies; 3) value networks, or market ecosystems, that support the business models; and 4) standards and regulations that enable scale.

Christensen. Buckle down on your finances. Neglect your finances so that when you want to make a change, you don’t feel able to. Case study #2: Get your finances in order. Everyone aspires to have purpose or meaning in their career but how do you actually do that?

Transformational CEOs Tend to be “Insider Outsiders” The list is topped by companies headed by visionary founders with no prior experience in their industries; Jeff Bezos came from the world of finance, and Reed Hastings from software. Clay Christensen , Professor at Harvard Business School and Innosight co-founder. Companies that claim to be “transforming” seem to be everywhere.

To paraphrase from "The Music Man," I am a sadder but definitely a wiser girl after this first encounter with venture financing, as this experience has become a well of lessons from which I draw daily in my personal and professional life. Because he didn't have any capital, and therefore no leverage, his initial equity stake was small, such that even as the company's valuation increased in subsequent financing rounds, he suffered massive dilution.

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